Empower your frontline managers to become agents of change.

When disruption hits, we often look to the top for direction. But your organization’s most powerful leverage point may actually be within the first level of leadership.

In times of disruption, organizations can’t stand by while emerging leaders figure things out for themselves.

These frontline leaders can calm the storm or amplify the chaos. Without the right tools, mindset, and clarity, even good intentions can create instability across the organization.

But when you empower your first-level leaders to become change agents, they’ll become your most scalable and impactful source for alignment and momentum.

Customer Stories

ODW Logistics

Redefining Leadership

ODW Logistics sought to empower their managers by designing leadership development opportunities. They started asking, “What does good leadership mean for us?” and found the question to be more complicated than they originally thought. Read how they utilized FranklinCovey’s 6 Critical Practices™ and the 4 Essential Roles of Leadership® to redefine leadership.

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Medical Facility

Raising Patient Experience and Improving Caregiver Engagement

Leaders and frontline caregivers at this large medical facility, one of seven hospitals and 125 clinics across the United States, knew what needed to happen in order to increase patient experience ratings. Unfortunately, the whirlwind of urgent daily tasks took precedence. Read how this hospital utilized The 4 Disciplines of Execution to raise the patient experience score.

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APi Group

Building a Culture of Leadership

APi Group has a goal of building great leaders throughout their company. They are focused on creating a culture of leadership at all levels, regardless of job title or role. With their vision of being the best in the construction industry in leadership development, APi Group knew they needed a foundational program that provided an opportunity for every team member to grow as a leader.

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Hoag

Aligning Leadership Expectations Amid Growth

In the last three years, Hoag has nearly doubled their number of employees to almost 9,000. The more growth they experienced, the more leadership at Hoag noticed a need to align expectations of newly hired and promoted leaders. Hoag leaders— whether hired internally or externally— varied on leadership focus, which led to inconsistent employee experience across locations.

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